Knowledge Management in Human Resource Management - Literature review Example

Knowledge Management in Human Resource Management Student’s Name: Institutional Affiliation: Date Submitted: Knowledge Management in Human Resource Management Introduction Knowledge Management, abbreviated as KM, is construed to comprise of a range of practices and strategies and practices used in contemporary organization for the identification, creation, representation, distribution, and enablement of experiences and insights the organizations can adapt for development purposes (Nonaka 1991, pp. 96–104). These experiences and insights comprise what is thus referred to as knowledge as embodied either in individual members of the organizations or as embedded within organizational processes and practices. KM was established as a scholarly discipline in around 1991 according to Nonaka, (1991, pp. 96–104) and as Alavi & Leidner (2001, pp. 107 - 136) note, has today grown to include distinct courses within such fields as information systems, business administration, management as well as library and information sciences. Alavi & Leidner (2001, pp 107 - 136) postulate that, in recent times, KM has gained phenomenal input from other fields such as those of the media, information technology, public policy, computer science and public health. Notably, numerous large institutions, companies, profit and non-profit organizations as well as public agencies have dedicated a lot of resources to their internal KM initiatives (Addicott, McGivern & Ferlie 2006, pp. 87 - 94). According to Addicott, McGivern & Ferlie (2006, pp 87 - 94) in modern organizations, KM is constituted as a part of information technology, business strategy or Human Resource Management (HRM) practices and departments. These scholars note that we also have numerous consulting companies in existence today, to provide advice and strategy in KM implementation process in contemporary organizations (Addicott, McGivern & Ferlie 2006, pp. 87 - 94). For the purposes of this paper, KM shall be analyzed as it applies in the Human Relations Management dynamics and as part of modern HRM practices. Form a HRM perspective, Knowledge Management initiatives normally focus on attainment of progressive organizational objectives through improved employee performance, development of a competitive advantage, nurturing perpetual innovation among individual employees, enabling the sharing of experience and lessons learned within organizational contexts, increased work teams integration, and also, a continuous orghanistion improvement as a workplace for new employees (Thompson & Walsham, 2004). McAdam & McCreedy, (2000) point out that although KM normally overlap with concepts of organizational learning, KM remains distinct from management of knowledge, where knowledge is contrived to be a strategic asset. KM exclusively focuses on an encouragement of sharing individual knowledge between HRM contexts. That is why KM is instrumental in helping individuals as well as groups to share their valuable organizational insights, pool together their experiences and create a synergy for improved performance (Alavi & Leidner 2001, pp. 107 - 136). When KM becomes part of HRM practices, there is a reduction redundant effort that consistently reinvents the wheel instead of progressing from initial platforms to greater heights (Addicott, McGivern & Ferlie 2006, pp. 87 - 94). This means that KM can assist HRM departments reduce the training time needed for the new employees, while also retaining the intellectual capital they harness over the years since the employees turnover rate in such organizations is near zero (Addicott, McGivern & Ferlie 2006, pp. 87 - 94). Further, KM sensitive HRM departments help organizations to better adapt to the changing markets environments (Alavi & Leidner 2001, pp. 107 - 136). In the following section, this annotated bibliography will highlight various aspects that researchers have explored and investigated in their efforts to illustrate the role of KM in Human Resource Management practices of contemporary organizations. Five articles are explored consecutively and analyzed for their contribution. In the first article, Oltra (2005) investigates the role of HRM in Knowledge management effectiveness factors. In the second article, Steinheider and Al-Hawamdeh (2004) investigates coordination teams, communication strategies and the notion of knowledge sharing in the context of SME’s and large organizations. The third article by Laursen and Mahnke (2000) investigates the relationship between knowledge management strategies, organization types and the complementarity in HRM practices. The fourth article by Galia and Legros (2003) presented evidence from France on Knowledge Management and Human resource Practices in an Innovation Perspective. The final paper, Iles, Yolles and Altman (2001) investigate and discuss how HRM can respond to the challenge of using knowledge management. Article One Item Explanation/Analysis Title & Reference of the Article Oltra, V 2005, Knowledge management effectiveness factors: the role of HRM, Journal of Knowledge Management, Vol. 9 (4), pp. 70 – 86. Type of the Article Research article Aim/Purpose of the Article The paper aimed to simultaneously advance a practical and conceptual framework that can effectively links HRM to KM. Sample, Data Collection and Data Analysis The paper was based on a preliminary literature framework that assumed that several critical KM characteristics as well as KM-related HRM practices have an impact on the KM output effectiveness. The research used qualitative methods for both data collection and data analysis. The research picked a sample of three case study settings of knowledge-intensive business units in Spain, which were part of large multinational companies, for analysis. Finding(s) of the Article It was found that in the three organizations, critical KM characteristics as well as KM-related HR practices had systematic patterns of the impact on general KM effectiveness. The study developed an induced framework that encompassed several specific propositions and variables. Significance of Article in Relation to Other Articles, HRM or Prior Research The article aptly discusses recommendations for enhancement of KM practices and characteristics that HRM practitioners can adopt. The article places special emphasis on the complexity existing between social-cultural issues and KM, as well as the dilemma that most senior executives and managers find themselves in when involving HRM in development of a KM strategy. Limitations of the Article The fact that this study lacked to incorporate a longitudinal perspective limits the applicability and interpretation of the results. Again, similar studies incorporated different cultural contexts besides that of Spain could possibly produce different results. Strength(s) of the Article The paper aptly tackled KM-related cultural and social issues from a broad and yet practical HRM perspective. This was helpful in advancing a better understanding and appreciation of factors that predispose KM success and or failure. The article’s findings are useful to academics intent on building onto KM theory as well as to KM and HR practitioners seeking insightful advice. Weakness(es) of the Article Employing other qualitative methods of data collection and analysis may help in refining the explanatory framework refinement. This study only used a singular method of qualitative analysis. It would have been better if quantitative surveys were included to test propositions, so as to assess statistical generalizability of generated results. Article Two Item Explanation/Analysis Title & Reference of the Article Steinheider, B and Al-Hawamdeh, S 2004, Team Coordination, Communication and Knowledge Sharing in SMEs and Large Organizations, Journal of Information & Knowledge Management, Vol. 3 (3), pp. 223–232. Type of the Article Research article Aim/Purpose of the Article The research aimed at investigating the influence that organizational sizes and structure of work teams have on coordination of such teams, their communication effectiveness and also on knowledge sharing as depicted by German Research & Design departments and by department head and their satisfaction with their team’s performance. Sample, Data Collection and Data Analysis The research sampled the R&D department heads in 86 German engineering-based companies for the study. Data collection was done using a questionnaire issued to all the department heads. Data analysis of these questionnaires involved evaluating collaboration problems, methods of evaluating teamwork in the companies in regards to time keeping, costs management and quality attainment in product development processes, as well as organizational characteristics that describe influential aspects in team collaboration. Finding(s) of the Article The study found that communication, knowledge sharing and coordination problems usually correlate with organizations sizes as well as with the structure of the teams. It was also found that department heads of SME’s had more dynamic team structures and consequently fewer problems in team collaboration, knowledge sharing and communication during product development processes. The SME’s department heads had higher satisfaction levels with their team performance as compared to the department heads of large organizations. Significance of Article in Relation to Other Articles, HRM or Prior Research The findings of this study emphasized on the influence that structural factors have on knowledge management and sharing processes. It also illuminated on the link existing between KM and the outcome factors like supervisors and department heads satisfaction with their teams’ performance. Limitations of the Article The research combined three wide areas in a singular enquiry namely team collaboration, team communication and team knowledge sharing practices. This meant that none of these three wide areas was covered comprehensively, especially Knowledge management and sharing. Further, the study only investigated German organizations and thus only covered a singular socio-cultural setting. The findings are limited in their generalizability to other socio-cultural contexts. Strength(s) of the Article The results generated by this study were largely consistent with the contemporary literature consensus that decentralized, dynamic and less rigid structures in organizations depict fewer problems in their attempts to share and integrate knowledge processes. Weakness(es) of the Article The research only concentrated with R&D departments of organizations and as such, the findings fail to reflect the larger HRM context. The R&D department is a very different context to the production, sales, finance and other departments in an organization. Further, the research only considered the point of view of the department heads and not the individual team members of groups. In many cases the top-down perspective is totally different to the bottom-up perspective. The researcher failed to enrich the findings and make them more realistic by excluding the team members and the groups themselves. Article Three Item Explanation/Analysis Title & Reference of the Article Laursen, K and Mahnke, V 2001, Knowledge strategies, firm types, and complementarity in human-resource practices, Journal of Management and Governance, Vol. 5 (1), pp. 1 – 27. Type of the Article Research article Aim/Purpose of the Article The research sought to investigate the impact that firm type, the knowledge strategies such a firm pursued, as well as the external linkages had, on application processes of HRM practices. Sample, Data Collection and Data Analysis The research collected data from a multi-sectoral and diverse sample constituting of 684 manufacturing companies in Denmark and a further 1,216 non-manufacturing Firms also in Denmark. Questionnaires and interviews were served identify the impact that firm type (size, specialized supplier, science-based, scale intensive) as well as the innovator strategies that these firms pursued, had on deployment of complementary HRM practices. Finding(s) of the Article The study found that the application of HRM practices is influenced by the differences in firm type, size and knowledge management strategies employed. The study also found that knowledge management as part of HRM practices was particularly affected by firm size, firm type, and the knowledge strategies pursued. Significance of Article in Relation to Other Articles, HRM or Prior Research The findings of this study supported prior findings on the notion that there is complementarity between the HRM practices, such as of knowledge management, although the level of complementarity differs in strength across firms based on their types and sizes. Limitations of the Article The research only addressed a singular knowledge management strategy, that of the innovator, where as many more knowledge strategies exist in practice. Strength(s) of the Article The research included reliable empirical support for HRM complementarity practices in innovation strategies adopted by a cross-sectional sample of manufacturing and non-manufacturing companies. This was a comprehensive approach in explaining how HRM practice combinations contribute to knowledge management strategies. Weakness(es) of the Article The findings of this research are, to a large extent, specific to the Scandinavian socio-cultural context and not the rest of the world where the social dynamics and culture are different. Organizations in other geographical markets may have different correlations between HRM complimentary practices and firm type of size. Article Four Item Explanation/Analysis Title & Reference of the Article Galia, F and Legros, D 2003, Knowledge Management and Human resource Practices in an Innovation Perspective: evidence from France. Paper presented at the DRUID 2003 Conference. Type of the Article Research article Aim/Purpose of the Article The research aimed at investigating HRM arrangements/initiatives that can enhance, capture and utilize knowledge within firms. In this, the research purposed to establish the complementarities existing between KM and HRM practices, and how this complementarities impacted innovation in that firm Sample, Data Collection and Data Analysis The research collected data from a sample of six French firms through descriptive and cluster analysis methods of research. This allowed the researchers to identify three bundles or clusters of organizational KM and HRM practices and to characterize these three clusters respectively. Finding(s) of the Article The study concluded that KM and HRM practices in their three clusters have a highly significant and positive impact on an organization’s innovation performance Significance of Article in Relation to Other Articles, HRM or Prior Research The findings of this study are confirmed and reinforced by empirical evidence in regards to the complementarities existing between HRM and KM practices and more importantly, how the interrelationship of these two, has an impact on a firm’s performance especially in regards to innovation. Limitations of the Article The findings of this study are only applicable to innovation-based firms and even in these firms, only in the R&D departments. The study does not offer a comprehensive look at the complementarities of HRM and KM in other scenarios apart from those based on and reliant on innovation. Strength(s) of the Article One of the greatest strengths of this study is how it focuses mapping out comprehensive strategies and structures of knowledge-based firms in regards to their KM and HRM practices, thus revealing the interrelationships between the two set of practices from a singular perspective. Weakness(es) of the Article The data collected for the study only represents a singular socio-context, that of the French, and may not be identical to other contexts. The socio-context has a distinct influence on HRM and KM practices in most cases and may vary in different contexts are studied, something that this study did not observe. Article Five Item Explanation/Analysis Title & Reference of the Article Iles, P., Yolles, M and Altman, Y 2001, HRM and Knowledge Management: Responding to the Challenge, Research and Practice in Human Resource Management, Vol. 9 (1), pp. 3-33. Type of the Article Argumentative paper Aim/Purpose of the Article The argumentative paper seeks to outline the challenges currently posed by KM for HRM practitioners, and further, to present a novel model that can be used to create, migrate and profile knowledge in HRM practice and research. Approach of Argument The paper develops a model of KM and HRM interrelationship by drawing from the viable literature on systems theory, HRM theory and IM perspectives. The paper is based on an explanatory research design that analytically integrates theory, practice and research into a singular practical model. Conclusion of the Article The article successfully develops a KM and HRM model that goes far beyond the earlier accounts of the same, by outlining and describing how HRM practitioners can initiate creation, migration and profiling of knowledge in organizations. The paper postulates a research agenda in the interrelationship of HRM and KM, arguing that the model they postulate can effectively be applied in developing relevant strategic implementation and evaluation strategies. The paper also finds that HRM practitioners should play a major role enabling the identification of potential in knowledge migration into the organization through employee assessment, selection and recruitment, as well as through enhancing appropriate communication, giving merit-based reward schemes and recognition processes etc. Significance of Article in Relation to Other Articles, HRM or Prior Research The article has also developed a model of KM and HRM that goes beyond earlier accounts by outlining a critical model of knowledge creation, knowledge migration and knowledge profiles. Limitations of the Article The paper explores the links existing between KM and HRM but fails to highlight how HRM practices and practitioners should respond to challenges currently posed by KM demands. The model the researchers outline only depicts the process of knowledge appreciation and migration without projecting how such knowledge can be harnessed and identified in a behavioral organizational context. Strength(s) of the Article The article is particularly insightful in explaining the implications of HRM on KM, and vice versa, as well as the critical roles of the HRM practitioners in employee resourcing, facilitating innovation, enhancing creativity, promoting inward migration of knowledge etc. This is an essential and instrumental conceptualization of KM from a HRM perspective. Weakness(es) of the Article This paper is argumentative and does not collect and analyse any primary evidence. It is therefore greatly subject to the limitations and weaknesses of the studies it bases its findings on ranging from changing contexts, demands and trends in the HRM and KM practices. Conclusion In summary, it is evident that from the five articles reviewed above, that critical KM characteristics as well as KM-related HR practices have systematic patterns of the impact on general KM effectiveness. Communication, knowledge sharing and coordination problems usually correlate with organizations sizes as well as with the structure of the teams. Further, the application of HRM practices is influenced by the differences in firm type, size and knowledge management strategies employed. This means that knowledge management as part of HRM practices is particularly affected by firm size, firm type, and the knowledge strategies pursued. The review has also established that KM and HRM practices have a highly significant and positive impact on an organization’s innovation performance. Finally, it has been established that HRM practitioners should play a major role enabling the identification of potential in knowledge migration into the organization through employee assessment, selection and recruitment, as well as through enhancing appropriate communication, giving merit-based reward schemes and recognition processes. References Addicott, R., McGivern, G and Ferlie, E 2006, Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks, Public Money & Management, Vol. 26 (2), pp. 87–94. Alavi, M and Leidner, D 2001, Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues, MIS Quarterly, Vol. 25 (1), pp. 107–136, Available at < http://web.njit.edu/~jerry/CIS-677/Articles/Alavi-MISQ-2001.pdf> Galia, F and Legros, D 2003, Knowledge Management and Human resource Practices in an Innovation Perspective: evidence from France. Paper presented at the DRUID 2003 Conference, Available at Laursen, K and Mahnke, V 2001, Knowledge strategies, firm types, and complementarity in human-resource practices, Journal of Management and Governance, Vol. 5 (1), pp. 1 – 27. Available from Iles, P., Yolles, M and Altman, Y 2001, HRM and Knowledge Management: Responding to the Challenge, Research and Practice in Human Resource Management, Vol. 9 (1), pp. 3-33. Available from Nonaka, I 1991, The knowledge creating company, Harvard Business Review, Vol. 69 (1), pp. 96–104, Available at < http://hbr.harvardbusiness.org/2007/07/the-knowledge-creating-company/es> Oltra, V 2005, Knowledge management effectiveness factors: the role of HRM, Journal of Knowledge Management, Vol. 9 (4), pp. 70 – 86. Steinheider, B and Al-Hawamdeh, S 2004, Team Coordination, Communication and Knowledge Sharing in SMEs and Large Organizations, Journal of Information & Knowledge Management, Vol. 3 (3), pp. 223–232. Read More